Contents

Contents..................................................................................................................... 1 Leadership Theory...................................................................................................... 3 Types of leadership styles....................................................................................... 3 bureaucratic leader.............................................................................................. 3 charismatic leader................................................................................................ 3 autocratic leader.................................................................................................. 3 democratic leader................................................................................................ 3 laissez-faire.......................................................................................................... 3 people-oriented leader......................................................................................... 4 task-oriented leader............................................................................................. 4 servant leader...................................................................................................... 4 transaction leader................................................................................................ 4 transformation leader........................................................................................... 4 environment leader.............................................................................................. 4 Difference bet een !"D # !"$.................................................................................4 %D &nterventions......................................................................................................... ' !"D &nterventions...................................................................................................... ' $otivational Theory.................................................................................................... ' Theory ( # Theory )................................................................................................ ' $aslo *s hierarchy.................................................................................................. ' !erzber+ $otivation Theory.................................................................................... , -rovident .und /ct..................................................................................................... , 0mployee 1tate &nsurance 1cheme..........................................................................12 Difference bet een 3a+e and salary.......................................................................14 !uman "esource $ana+ement.................................................................................14 3orkforce plannin+ .............................................................................................. 14 1kills mana+ement ............................................................................................... 13 Trainin+ and development .................................................................................... 13 -ersonnel administration ...................................................................................... 14 Compensation in a+e or salary ..........................................................................14 Time mana+ement ............................................................................................... 14

Travel mana+ement 5sometimes assi+ned to accountin+ rather than !"$6 ........14 -ayroll 5sometimes assi+ned to accountin+ rather than !"$6..............................14 0mployee benefits administration ........................................................................14 -ersonnel cost plannin+ ....................................................................................... 1' -erformance appraisal .......................................................................................... 1' $ana+ement by ob7ectives 5$8%6 .....................................................................19 392 de+ree appraisal ........................................................................................ 19 8ehavioral %bservation 1cale 58%16 .................................................................19 8ehaviorally /nchored "atin+ 1cale 58/"16 ......................................................19 "etention 1trate+ies................................................................................................. 19 Customer /c:uisition and Talent /c:uisition ...........................................................1; C%<1=$0" -"&C0 &<D0( 5C-&6.................................................................................. 1> ?ratuity.................................................................................................................... 1> 8onus /ct................................................................................................................. 1, $inimum 3a+es /ct................................................................................................. 1, @ohari indo .......................................................................................................... 1, -rovident .und .ull notes......................................................................................... 1, 01&A 0mployeesB 1tate &nsurance /ctC 1,4>..............................................................44

Leadership Theory
The word leadership can refer to: 1. Those entities that perform one or more acts of leading. 2. The ability to affect human behavior so as to accomplish a mission. 3. Influencing a group of people to move towards its goal setting or goal achievement. (Stogdill 1 !": 3# $ leader is simply someone who has followers.

Types of leadership styles

bureaucratic leader

The bureaucratic leader (Weber% 1 "!#[1] is very structured and follows the procedures as they have been established.
charismatic leader

The charismatic leader (&eber% 1 "!# leads by infusing energy and eagerness into heir team members
autocratic leader

The autocratic leader is given the power to ma'e decisions alone% having total authority.
democratic leader

The democratic leader listens to the team(s ideas and studies them%.
laissez-faire

The laissez-faire ()let do)# leader gives no continuous feedbac' or supervision because the employees are highly e*perienced and need little supervision to obtain the e*pected outcome.

people-oriented leader

The people-oriented leader is the one that% in order to comply with effectiveness and efficiency% supports% trains and develops his personnel% increasing +ob satisfaction and genuine interest to do a good +ob.
task-oriented leader

The task-oriented leader focus on the +ob% and concentrate on the specific tas's assigned to each employee to reach goal accomplishment.
servant leader

The servant leader facilitates goal accomplishment by giving its team members what they need in order to be productive
transaction leader

The transaction leader is given power to perform certain tas's and reward or punish for the team,s performance.
transformation leader

The transformation leader motivates its team to be effective and efficient.

environment leader

The environment leader is the one who nurtures group or organisational environment to affect the emotional and psychological perception of an individual,s place in that group or organisation.

Difference between HRD & HR

-uman resource management is the art of managing human wor'force in an organi.ation in an optimum manner which is beneficial to the employee as well as the organi.ation in achieving the organi.ational goal. human resource development is a part of human resource management. it deals with the all round development of an employee within an organi.ation% his career development% training% counseling% updating him with the latest technology% helping him e*plore his potential and develop his s'ills which would prove beneficial to both the employee and the organi.ation in achieving the organi.ation goals. it also means allocation of resources for the development of the employee /ahoo describes

-uman resource development% is the process of changing an organi.ation% its employees% its sta'eholders% and groups of people within it% using planned and unplanned learning% in order to achieve and maintain a competitive advantage for the organi.ation. -uman resource management (-01# is the strategic and coherent approach to the management of an organi.ation(s most valued assets 2 the people wor'ing there who individually and collectively contribute to the achievement of the ob+ectives of the business

!D "nterventions

HRD "nterventions

otivational Theory

Theory # & Theory $

Theory 3 and theory / are theories of human motivation created and developed by 4ouglas 1c5regor. In this theory% management assumes employees are inherently la.y and will avoid wor' if they can. 6ecause of this% wor'ers need to be closely supervised and comprehensive systems of controls developed. $ hierarchical structure is needed with narrow span of control at each level. $ccording to this theory% employees will show little ambition without an enticing incentive program and will avoid responsibility whenever they can. In this theory management assumes employees may be ambitious% self2motivated% an*ious to accept greater responsibility% and e*ercise self2control% self2direction% autonomy and empowerment. It is believed that employees en+oy their mental and physical wor' duties. It is also believed that if given the chance employees have the desire to be creative and forward thin'ing in the wor'place. There is a chance for greater productivity by giving employees the freedom to perform at the best of their abilities without being bogged down by rules.

aslow%s hierarchy

1aslow(s hierarchy of needs is a theory in psychology% proposed by $braham 1aslow Self2$ctuali.ation 7 $cceptance of facts% problem solving% creativity% morality 8steem 7 Self2esteem% confidence% achievement% respect of others% respect by others 9ove:6elonging 7 ;riendship% family % se*ual intimacy Safety 2 security of employment% of family% of resources% of morality% of health <hysiological 7 breathing% food% water% se*% sleep% e*cretion

4eficiency needs The first four layers the pyramid are what 1aslow called )deficiency needs) or )42 needs): if they are not met% the body gives no indication of it physically% but the individual feels an*ious and tense. The deficiency needs are: survival needs% safety and security% love and belonging% and esteem. <hysiological needs These are the basic human needs for such things as food% warmth% water% and other bodily needs. If a person is hungry or thirsty or their body is chemically unbalanced% all of their energies turn toward remedying these deficiencies and other needs remain inactive. 1aslow e*plains that )$nyone who attempts to ma'e an emergency picture into a typical one and who will measure all of man(s goals and desires by his=her> behavior during e*treme physiological deprivation% is certainly blind to many things. It is ?uite true that man lives by bread alone @ when there is no bread).=1> The physiological needs of the organism (those enabling homeostasis# ta'e first precedence. These consist mainly of (in order of importance#:

6reathing 4rin'ing 8ating 8*cretion Se*

If some needs are not fulfilled% a person(s physiological needs ta'e the highest priority. <hysiological needs can control thoughts and behaviors and can cause people to feel sic'ness% pain% and discomfort. Safety needs

&ith their physical needs relatively satisfied% the individual(s safety needs ta'e over and dominate their behavior. These needs have to do with people(s yearning for a predictable% orderly world in which in+ustice and inconsistency are under control% the familiar fre?uent and the unfamiliar rare. In the world of wor'% these safety needs manifest themselves in such things as a preference for +ob security% grievance procedures for protecting the individual from unilateral authority% savings accounts% insurance policies% and the li'e. ;or the most part% physiological and safety needs are reasonably well satisfied in the );irst &orld). The obvious e*ceptions% of course% are people outside the mainstream @ the poor and the disadvantaged. If frustration has not led to apathy and wea'ness% such people still struggle to satisfy the basic physiological and safety needs. They are primarily concerned with survival: obtaining ade?uate food% clothing% shelter% and see'ing +ustice from the dominant societal groups. Safety and Security needs include:

<ersonal security from crime ;inancial security -ealth and well2being Safety net against accidents:illness and the adverse impacts

Social needs $fter physiological and safety needs are fulfilled% the third layer of human needs is social. This psychological aspect of 1aslow(s hierarchy involves emotionally2based relationships in general% such as:

friendship intimacy having a supportive and communicative family

-umans need to feel a sense of belonging and acceptance% whether it comes from a large social group% such as clubs% office culture% religious groups% professional organi.ations% sports teams% gangs ()Safety in numbers)#% or small social connections (family members% intimate partners% mentors% close colleagues% confidants#. They need to love and be loved (se*ually and non2se*ually# by others. In the absence of these elements% many people become susceptible to loneliness% social an*iety% and Alinical depression. This need for belonging can often overcome the physiological and security needs% depending on the strength of the peer pressureB an anore*ic% for e*ample% ignores the need to eat and the security of health for a feeling of control and belonging. 8steem needs

$ll humans have a need to be respected% to have self2esteem% self2respect% and to respect others. <eople need to engage themselves to gain recognition and have an activity or activities that give the person a sense of contribution% to feel accepted and self2valued% be it in a profession or hobby. Imbalances at this level can result in low self2 esteem or inferiority comple*es. <eople with low self2esteem need respect from others. They may see' fame or glory% which again depends on others. It may be noted% however% that many people with low self2esteem will not be able to improve their view of themselves simply by receiving fame% respect% and glory e*ternally% but must first accept themselves internally. <sychological imbalances such as depression can also prevent one from obtaining self2esteem on both levels. 5rowth needs Though the deficiency needs may be seen as )basic)% and can be met and neutrali.ed (i.e. they stop being motivators in one(s life#% self2actuali.ation and transcendence are )being) or )growth) needs (also termed )62needs)#B i.e. they are enduring motivations or drivers of behavior.

$esthetic needs 6ased on 1aslow(s beliefs% it is stated in the hierarchy humans need beautiful imagery or something new and aesthetically pleasing to continue towards Self2$ctuali.ation. -umans need to refresh themselves in the presence and beauty of nature while carefully absorbing and observing their surroundings to e*tract the beauty the world has to offer. Ariticisms &hile 1aslow(s theory was regarded as an improvement over previous theories of personality and motivation% it had its detractors. ;or e*ample% in their e*tensive review of research which is dependent on 1aslow(s theory% &ahba and 6ridgewell=!> found little evidence for the ran'ing of needs 1aslow described% or even for the e*istence of a definite hierarchy at all. $ study conducted in 2""2 forwards this thought% claiming: )the hierarchy of needs is nothing more than a fool(s daydreamB there is no possible way to classify ever2changing needs as society changes)=C>. Ahilean economist and philosopher 1anfred 1a* Deef has also argued fundamental human needs are non2 hierarchical% and are ontologically universal and invariant in nature 2 part of the condition of being humanB poverty% he argues% is the result of any one of these needs being frustrated% denied or unfulfilled. ;rederic' Irving -er.berg (1 23 2 2"""# was a noted psychologist who became one of the most influential names in business management. -e is most famous for introducing +ob enrichment and the 1otivator2-ygiene theory.

Herzber&

otivation Theory

-er.berg proposed the 1otivation2-ygiene Theory% also 'nown as the Two factor theory (1 ! # of +ob satisfaction. $ccording to his theory% people are influenced by two factors:

Satisfaction% which is primarily the result of the motivator factors. These factors help increase satisfaction but have little effect on dissatisfaction. 4issatisfaction is primarily the result of hygiene factors. These factors% if absent or inade?uate% cause dissatisfaction% but their presence has little effect on long2 term satisfaction

1otivator ;actors

$chievement 0ecognition &or' Itself 0esponsibility <romotion 5rowth

-ygiene ;actors

<ay and 6enefits Aompany <olicy and $dministration 0elationships with co2wor'ers <hysical 8nvironment Supervision Status Eob Security

'rovident (und )ct

<rovident ;und $ct 1 !2

12F from 8mployee G 12F from employer 7 In this 12F for pension scheme (<ension Scheme $ct 1 H.33F G employee 3.CIF !# it is

$dmin Aharges 1.1"F J 8mployee 4eposit 9in'ed Insurance Scheme (849I# (<; $ct 1 IC# J ".!"F and $dmin Aharges J."1F Statutory ;orms <rovident ;und:2 ;orm !: 8mployees ?ualifying for <; for first time (1onth &ise# ;orm 1" : 8mployees leaving the service (1onth &ise# ;orm 12$: Statement of contribution (1onthly# ;orm 3$: Aontribution card for specific currency (8mployee wise# ;orm C$: $nnual Statement of contribution (Aompany &ise# 4eclaration: 6y the employee ;orm 2: Domination and 4eclaration ;orm 1 : To be used by a ma+or member of employees ;orm 13: <; Transfer ;orm 1"A: Alaiming withdrawal 6enefit:Scheme certificate

period

*mployee +tate "nsurance +cheme

SI 2 8SI $ct 1 KH C.!" 7 8mployee 7 K.I3 B 8mployer 7 1.II &or'ers% covered under the 8SI $ct% are re?uired to pay contribution towards the scheme on a monthly basis contribution period means a si*2month time span from 1 $pril to 3" Lctober and 1 Dovember to 31 1arch. Thus% in a financial year there are two contribution periods of si* months duration. Aash benefits under the scheme are generally lin'ed with contribution paid. The benefit period starts their months after the closure of a contribution period% 1 $pril to 3" September 1 Eanuary to 3" Eune of the following year 1 Lctober to 31 march 1H Euly to 31 4ecember

Aontribution period 1 $pril to 3" September 1 Lctober to 31 march

corresponding benefit period 1 Eanuary to 3" Eune of the following year 1H Euly to 31 4ecember

1edical 6enefits2 Aomplete medical care for the employee and family members are available from day one of entering into insurable employment. Lld $ge 1edical Aare2 If a wor'er remains covered under the scheme for five years immediately before his retirement% he and his spouse is entitled to medical care from 8SI Institutions on payment of rupees 12": year. This facility is also available to those wor'ers who leave the organisation because of permanent disability. Sic'ness 6enefits (Aash#2 If a wor'er falls sic' and needs absence from wor'% he is provided sic'ness benefit in cash e?uivalent to C"F of his wage for the period of absence% as certified by an authorised medical officer. This benefit is provided% sub+ect to his paid contribution for at least IH days in a contribution period of C months. <rovision for women wor'ers in pregnancy2 1aternity benefit in cash e?uivalent to full wage of 12 wee's in case of confinement and C wee's in case of miscarriage is provided. This is e*tendable by further one month in case of sic'ness arising out of pregnancy. To avail this benefit the insured woman should have paid contribution for atleast I" days in preceding two contribution periods of one year. 4isablement 6enefit (Aash#2 In case of an accident while on duty% the insured wor'er suffering from any temporary disablement are provided temporary disablement benefitM about I!F of wage till the in+ury heals. If it turns to be a permanent disability then it is paid in cash depending upon the e*tent of loss of their earning capacity. This benefit is available from day one of the employment

4ependants 6enefit2 If a wor'er dies due to any accident:occupational disease sustained in the course of his employment% his:her dependents are provided dependents benefit M about I!F of wages of the deceased wor'er.

Difference between ,a&e and salary

&age is a compensation wor'ers receive for their labor. &age is paid on hourly basis Salary is a form of periodic payment from employer to employee

Human Resource

ana&ement

1. Planning & Budgeting 2. Selection / Recruiting 3. Training and Develop ent !. Per"or ance #valuation and $anage ent %. Retention / Redundanc& '. (ndu)trial and # plo&ee Relation) *. Record +eeping o" all per)onal data. ,. -o pen)ation. pen)ion). bonu)e) etc in liai)on /it0 Pa&roll 1. -on"idential advice to internal 2cu)to er)2 in relation to proble ) at /or+ & 13. -areer develop ent /4rgani5ation Develop ent 64D7

,orkforce plannin&
Strategic &or'force <lanning involves analy.ing and forecasting the talent that companies need to e*ecute their business strategy% proactively rather than reactively% it is a critical strategic activity% enabling the organi.ation to identify% develop and sustain the wor'force s'ills it needs to successfully accomplish its strategic intent whilst balancing career and lifestyle goals of its employees.

Strategic &or'force <lanning is a relatively new management process that is being used increasingly to help control labour costs% assess talent needs% ma'e informed business decisions% and assess talent mar'et ris's as part of overall enterprise ris' management. Strategic wor'force planning is aimed at helping companies ma'e sure they have the right people in the right place at the right time and at the right price

Through Strategic &or'force <lanning organi.ations gain insight into what people the organi.ation will need% and what people will be available to meet those needs. In creating this understanding of the gaps between an organi.ation,s demand and the available wor'force supply% organi.ations will be able to create and target programmes% approaches and develop strategies to close the gaps.

Recruitment (sometimes separated into attraction and selection#

Recruitment refers to the process of sourcing% screening% and selecting people for a +ob or vacancy within

Induction and Lrientation

+kills mana&ement
+kills ana&ement is the practice of understanding% developing and deploying people and their s'ills. &ell2implemented s'ills management should identify the s'ills that +ob roles re?uire% the s'ills of individual employees% and any gap between the two.

Trainin& and development

In organi.ational development% the related field of training and development (T G 4# deals with the design and delivery of learning to improve performance% s'ills% or 'nowledge within organi.ations. In some organi.ations the term 9earning and 4evelopment is used instead of Training and 4evelopment in order to emphasise the importance of learning for the individual and the organi.ation. In other organi.ations% the term -uman 0esource 4evelopment is used.

Lrgani.ation development is the process through which an organi.ation develops the internal capacity to most efficiently and effectively provide its mission wor' and to sustain itself over the long term. This definition highlights the e*plicit connection between organi.ational development wor' and the achievement of organi.ational mission. This connection is the rationale for doing L4 wor'. !r&anization development% according to 0ichard 6ec'hard% is defined as: a planned effort% organi.ation2wide% managed from the top% to increase organi.ation effectiveness and health% through planned interventions in the organi.ation(s (processes(% using behavioural science 'nowledge. $ccording to &arren 6ennis% organi.ation development (L4# is a comple* strategy intended to change the beliefs% attitudes% values% and structure of organi.ations so that they can better adapt to new technologies% mar'ets% and challenges.

'ersonnel administration Compensation in wa&e or salary Time mana&ement Travel mana&ement -sometimes assi&ned to accountin& rather than HR . 'ayroll -sometimes assi&ned to accountin& rather than HR .
payroll is the sum of all financial records of salaries% wages% bonuses% and deductions

*mployee benefits administration

*mployee benefits and (especially in 6ritish 8nglish# benefits in 'ind (also called fringe benefits% per?uisites% per?s or per's# are various non2wage compensations provided to employees in addition to their normal wages or salaries. &here an employee e*changes (cash# wages for some other form of benefit% this is generally referred to as a (salary sacrifice( arrangement. In most countries% most 'inds of employee benefits are ta*able to at least some degree. ;ringe benefits can include% but are not limited to: (employer2provided or employer2paid# housing% group insurance (health% dental% life etc.#% disability income protection% retirement benefits% daycare% tuition reimbursement% sic' leave% vacation (paid and non2

paid#% social security% profit sharing% funding of education% and other speciali.ed benefits. The purpose of the benefits is to increase the economic security of employees. The term per?s or per's is often used collo?uially to refer to those benefits of a more discretionary nature. Lften% per's are given to employees who are doing notably well and:or have seniority. Aommon per's are company cars% hotel stays% free refreshments% leisure activities on wor' time (golf% etc.#% stationery% allowances for lunch% and@when multiple choices e*ist@first choice of such things as +ob assignments and vacation scheduling. They may also be given first chance at +ob promotions when vacancies e*ist.

'ersonnel cost plannin& 'erformance appraisal

'erformance appraisal% also 'nown as employee appraisal% is a method by which the +ob performance of an employee is evaluated (generally in terms of ?uality% ?uantity% cost and time#. <erformance appraisal is a part of career development.

<erformance appraisals are a regular review of employee performance within organi.ations. 5enerally% the aims of a scheme are:

5ive feedbac' on performance to employees. Identify employee training needs. 4ocument criteria used to allocate organi.ational rewards. ;orm a basis for personnel decisions: salary increases% promotions% disciplinary actions% etc. <rovide the opportunity for organi.ational diagnosis and development. ;acilitate communication between employee and administrator. Nalidate selection techni?ues and human resource policies to meet federal 8?ual 8mployment Lpportunity re?uirements.

$ common approach to assessing performance is to use a numerical or scalar rating system whereby managers are as'ed to score an individual against a number of ob+ectives:attributes. In some companies% employees receive assessments from their

manager% peers% subordinates and customers while also performing a self assessment. This is 'nown as 3C"O appraisal. The most popular methods that are being used as performance appraisal process are:
ana&ement by ob/ectives - 0!. ana&ement by !b/ectives (16L# is a process of agreeing upon ob+ectives within an organi.ation so that management and employees agree to the ob+ectives and understand what they are in the organi.ation. 16L introduced the S1$0T criteria: Lb+ectives for 16L must be S1$0T (Specific% 1easurable% $chievable% 0elevant% and Time2Specific#. 123 de&ree appraisal 123-de&ree feedback% also 'nown as (multi2rater feedbac'(% (multisource feedbac'(% or (multisource assessment(% is employee development feedbac' that comes from all around the employee. )3C") refers to the 3C" degrees in a circle. The feedbac' would come from subordinates% peers% and managers in the organi.ational hierarchy% as well as self2assessment% and in some cases e*ternal sources such as customers and suppliers or other interested sta'eholders. It may be contrasted with upward feedbac'% where managers are given feedbac' by their direct reports% or a traditional performance appraisal% where the employees are most often reviewed only by their manager. 0ehavioral !bservation +cale -0!+. 0ehaviorally )nchored Ratin& +cale -0)R+.

Retention Strategies
1. Communications - ?ettin+ your people to care 4. 1et Clear eDpectations 3. -roper re ardin+
K. The ?uality of the supervision an employee receives is critical to employee retention. <eople leave managers and supervisors more often than they leave companies or +obs !. The ability of the employee to spea' his or her mind freely within the organi.ation 7 feedbac' C. Talent and s'ill utili.ation is another environmental factor your 'ey employees see' in your wor'place

I. The perception of fairness and e?uitable treatment is important in employee retention 45 ) career-oriented6 valued employee must e7perience &rowth opportunities within your or&anization5 85 Take time to meet with new employees to learn about their talents6 abilities and skills5 eet with each employee periodically5 1". Do matter what the circumstances are but never6 never6 ever threaten an employee%s /ob or income

Customer Acquisition and Talent Acquisition

Recruitment is the very first step in HRM. Recruitment is a positive action which results in receiving lots of applications for a single job. Selection is the end result of recruitment. If we follow the process of recruitment thoroughly, then we are sure to achieve the end result of selecting the right candidate at the right time and at the right cost. !fter completing my M"! #in HR$, I tried hard enough to find a job in core HRM, but I was only getting called for recruitment jobs. I had no choice other than to ta%e up the role of recruiter with !rtech Information Systems #formerly %nown as Softe% India &vt. 'td$.

Difference between Traditional Recruitment Vanilla recruitment and Talent Acquisition -Downloaded from cite hr
The biggest constraint to pursuing growth anywhere is lack of talent availability. Getting the talent and retaining them is a major challenge for all organizations today. It is almost equivalent to acquiring a customer and retaining the customer throughout. It is becoming intensely competitive.

Customer acquisition describes overall strategic process around identifying market segments market sectors targeting client prospects running direct campaigns selling and receiving the order. Talent acquisition involves all the sub processes around finding attracting and engaging highly talented individuals into your organization.

How is this different from plain vanilla recruitment?

Talent acquisition is part of a broader strategic approach in the quest to gain and sustain a competitive advantage. !ther aspects include talent development and retention which are primarily inward facing whilst the former is outward looking. Traditional recruitment or "vanilla recruitment# occurs when a vacancy arises when an individual resigns or retires or promoted. $anic sets in if no suitable internal candidate is

found. The organizations recruit under pressure. Compromised are made "under the bus syndrome# Talent acquisition is to get away from the "fill in the bo%# thinking to one that is more pro& active and much closer to building the skill sets required to achieve success. Traditional recruitment is filling open positions. Talent acquisition takes a long term view of not only filling positions of today but also identify talents for future openings These future positions may be identifiable by looking at the succession management plan or by analyzing the attrition. In highly advanced talent acquisition process organizations recruit today for positions that do not even e%ist today

CONSUMER PRICE INDEX (CPI)

/ consumer price index 5CPI6 is a measure of the avera+e price of consumer +oods and services purchased by households. &t is one of several price indices calculated by national statistical a+encies. The percent chan+e in the C-& is a measure of inflation. The C-& can be used to indeD 5i.e.C ad7ust for the effects of inflation6 a+esC salariesC pensionsC or re+ulated or contracted prices.

Gratuity
$'()*+T !, G-'T.IT( 'CT /012 Gratuity 3 45asic627 8/9:8+o. of years /9 ;'(< <'='-( ,!- / (*')!+T> I< C!)$-I<*; !, 27 ?!-@I+G ;'(< +!T AB ;'(< IT )*'+< 91.70 C !, )!+T>=( 5'<IC I< $'('5=* 4/98/BB627: !B.9D )!+T>< 5'<IC ,!- / (*'!B.9D89 )!+T>< 5'<IC ,!- 9 (*'-< !2.0 )!+T>< 5'<IC ,!- 7B )!+T>< 4/2 E 9: +!? 2.0 I< >!? ).C> C'G* !, 7B F 2.0 E /BB6 7B 3 G.DA C >*+C* G-'T.IT( <>!.=; 5* C'=C.='T*; H G.DAC '+; +!T G./7C

onus !ct
$'()*+T !, 5!+.< 'CT /079

"#e minimum $onus %#ic# an emp&oyer is re'uired to pay e(en i) #e su))ers &osses durin* t#e accountin* year or t#ere is no a&&oca$&e surp&us is +,-- . o) t#e sa&ary durin* t#e accountin* year 0very employee receivin+ salary or a+es upto "1. 3C'22 p.m. and en+a+ed in any kind of ork hether skilledC unskilledC mana+erialC supervisory etc. is entitled to bonus for every accountin+ year if he has orked for at least 32 orkin+ days in that year. The bonus should be paid in cash year ithin > months from the close of the accountin+

Minimum /a*es !ct

$inimum 3a+es /ct 1,4>

0o#ari %indo%
0o#ari %indo% di(ides persona& a%areness into 1 'uadrants, 1. %pen :uadrant- Eno n to self and kno n to others. 4. 8lind :uadrant- Eno n to others but not kno n to self 3. !idden :uadrant- Eno n to self but not kno n to others. 4. =nkno n :uadrant- <ot kno n to self nor to others.

Pro(ident 2und 2u&& notes

1. The Employees Provident Fund Scheme, 1952 2. The Employees Family Pension Scheme, 1971 3. The Employees eposit!"in#ed $nsurance Scheme, 197% Calculations: P.F from Basic

Employee& 12' (P.F) Employer& 3.%7' Provident Fund (*+c 1) , -.33' Pension (*+c 1.) , 1.1.' *dmin /har0es on PF (*+c 2) , ..5.' E "$ (*+c 21) , ...1' *dmin /har0es on E "$ (*+c 22)1213.%1' on 3asic 4 Pension (-.33' or 551+! 6hich ever less) Regular activities: 1. Time o7 8oinin0& Form 2& Employee should 7ill, at the time o7 8oinin0, nomination 9 eclaration 7orm. Form 2, includes the 7ollo6in0 : ;ame o7 the employee : Parent+spouse name : ate o7 <irth : Se= : >arital Status : */ ;o : *ddress : ;ames, address, relation, Share 7or each etc *lso 7or chan0in0 nominee names Form 2 is used. ?is eli0i3ility 3e0ins on the date o7 8oinin0 the 7irm. Su3mitted alon0 6ith 7orm!5. 2. @ithdra6ers+ ead & Form 1.c (pension) 9 19 PF Form 19 is used 7or 6ithdra6in0 PF amount. Employee and parent+spouse name, name o7 the esta3lishment, *c no, Aeasons 7or leavin0 service, /ontri3ution 7or current 7inancial year etc. Form 1. is used 7or pension 6ithdra6al. Form 19& Employee should 7ill, all in7ormation li#e <an# a+c, name, BCD6ith si0nature and then Employer li#e present year contri3utions, BAD7or PF Fund E ue date& *7ter %. ays o7 Aesi0nation) Form 1./& Employee should 7ill, all in7ormation li#e <an# a+c, name, BCD6ith si0nature and then employer li#e present year contri3utions, BAD7or Pension ue date& *7ter %. ays o7 Aesi0nation 3. Trans7er & Form 13

Form 13 is used 7or trans7errin0 an employee */ 7rom one company to another. <oth employer and employee have to speci7y his name, PF */ no, Position etc and su3mitted 6ith a coverin0 letter (consolidated list o7 employees). Photocopy o7 the a3ove is #ept in PF 7ile 7or trans7er. 5. Employee re0ister 3*, % 5. For advance & Form 31 %. $n case o7 employee e=pired + dead & Process details Form 1. (For claimin0 3ene7its under Pension)

Employee should 7ill li#e E=pired+late employee name, nomination name, details, ;omination <an# a+cD7or monthly Pension Form 2. (For /laimin0 EPF /ontri3utions) Employee should 7ill li#e E=pired+late employee name, nomination name, details, ;omination <an# a+cD7or 6ithdra6al o7 PF Fund ($ncase o7 eath o7 a mem3er Form 5 $F (For /laimin0 E "$ 3ene7its, nominee 6ill 0et 3ene7it) E "$ 7or death case, nominee 6ill 0et 3ene7it. 7. Form 9 (Ae0ister o7 employers ! *pplication 7or revie6 7iled under) Monthly Remittance / Challans: 1. /hallans every month 3e7ore 15th (5 copies+ Fuadruplicate) 2. *ll *+c (*+c ;os!1,2,1.,21922) 3. To <an# 5. 3oth employer 9 employee contri3ution : *ccount 0roup no e0 >a mu 125% (state!7irst t6o alpha3ets +city+acc no& o7 the company) : >onth : Total num3er o7 su3scri3ers

: Total 6a0es due 7or each account (6a0es on 6hich calculations are done) : Each accounts totals (consolidated amount 6ith employer and employee share) : ;ame o7 the esta3lishment and address : ;ame and si0nature o7 the depositor : ;ame o7 the 3an#, mode and date o7 remittance etc /hallan is su3mitted tp PF o77ice alon0 6ith 7orm!12* every month. Monthly returns: 1. Form 12 *, 6ith all in7ormation and employees list o7 contri3ution 3e7ore 25th 2. @ith Form 5 (ne6 8oiners list) , 7orm 1. (resi0ned employees list), challans copy 3. $n7ormation a3out last month employees, ne6 9 resi0ned employees 9 this month sta77. Form 5 : : : : : : : : : : ;ame o7 the esta3lishment and address >onth /ode no& o7 the 7actory * c no& ;ame o7 ne6 employees Fathers or ?us3and name in case o7 married 6omen ate o7 3irth Se= ate o7 8oinin0 the 7und Total period o7 pervious services as on the date o7 8oinin0 the 7und

Form 10 : ;ame o7 the esta3lishment and address : >onth : /ode no& o7 the esta3lishment : * c no& : ;ame o7 mem3er 6ho is leavin0 : Fathers or ?us3and name in case o7 married 6omen : ate o7 leavin0 service : Aeasons 7or leavin0 service : Si0nature o7 authoriGed o77icer and stamp o7 the esta3lishment /ross chec#in0 the a3ove is done 6ith the salary statement 6hich includes the num3er and name all current employees. Form 1 !:

: ;ame o7 the esta3lishment and address : /urrency period and month (*pril yr to march yr) : Statutory rate o7 contri3ution (12') : Hroup code (;* 7or une=ampled esta3lishment. Esta3lishment havin0 more than 1... have to #eep a PF trust and have to speci7y the 0roup code) : Total 6a0es due 7or each account (6a0es on 6hich calculations are done) : *mount o7 contri3ution and amount remitted (consolidated amount 6ith employer and employee share) : ate o7 remittance : Total num3er o7 su3scri3ers 7or the current month. : ;ame and address o7 the 3an# in 6hich the amount is remitted. : etails o7 su3scri3ers 7or E.P.F, PF, E "$ !!;o o7 su3scri3ers as per last month !!;o o7 ne6 su3scri3ers (vide Form 5) !!;o o7 su3scri3ers le7t service (vide Form 1.) !!Total no o7 su3scri3ers (*7ter addin0 and su3tractin0 the ne6 and retired employees 6ith, the num3er should tally 6ith monthly list o7 employees) /ross chec#in0 the a3ove is done 6ith the salary statement. !nnul returns: 1. Form 3 * ($ndividual /omputation sheet) 2. Form % * (/onsolidated *nnual /ontri3ution Statement) 3. 3e7ore 3.th *pril every year Form "!: : /urrency period and month (*pril yr to march yr) : ;ame o7 the esta3lishment and address : /ode no& o7 the esta3lishment : ;o& o7 mem3er voluntary contri3utin0 at a hi0her rate : */ ;o o7 each employee 7ollo6ed 3y their name, annual salary, annual contri3ution, employer contri3ution, re7und o7 advance, rate o7 voluntary contri3ution. : This 0rand total should tally 6ith all 7orm 12 * and challans totals. Form #!: Register This 7orm is 7illed up 7or each employee statin0 his each monthly salary, contri3ution, Employer share, Ae7und o7 advance, ;o o7 days+period o7 non contri3utin0 service, i7 any (e0. unauthorised leave). $7 the employee is resi0ned durin0 that 7inancial year then the date o7 leavin0 service and reasons 7or leavin0

service should 3e speci7ied in this 7orm. Isin0 Form 3*, 7orm % * is 7illed up and crosschec#in0 is done 6ith all challans and 12 * 7orms. 4 >uster Aoll 4 @a0e Ae0ister 4 $nspection <oo# 4 /ash <oo#, Joucher 9 "ed0er 4 PF 6or# sheet Forms: Form 3& /ontri3ution /ards ! $ndividual /omputation sheet contains all PF amts month!6ise. Form 3 *& /ontri3ution /ards E Form Form 5& /ontri3ution card 7or employees other than monthly paid employees ! Form Form 5 *& Aeturn o7 B6nership to 3e sent to the Ae0ional /ommissioner ! Form Form %& Aeturn o7 the /ontri3ution /ards sent to the /ommissioner on the e=piry o7 the period o7 currency E Form Form % *& /onsolidated *nnual /ontri3ution Statement ! /onsolidated /omputation Sheet, contains total employees list, there total hal7 yearly in7ormation. Form % is top sheet and %* is attachments. Form 9& Ae0ister o7 employees ! *pplication 7or revie6 7iled under. Ae0ister 3& $ndividual /omputation, there Hross salary, <asic, *, attendance, PF, Pension $n7ormation maintains month!6ise. Form 3 is top sheet and 3* is attachments.

ESI3 Emp&oyees4 State Insurance !ct5 671+

Calculations: $%& from 'ross Employee& 1.75' Employer& 5.75' /overa0e& *ll the employees ra6in0 6a0es up to As.1., ...+! per month en0a0ed either directly or thruK contractor. Regular activities: 1. Time o7 8oinin0+at any time&

Form .1 & Employer Ae0istration Form Form 1 & Employee should 7ill, at the time o7 8oinin0, eclaration 7orm 6ith postcard siGe Photo0raph E due date 6ith in 1. days a7ter the employees 8oins. Form 1 * & Family eclaration Form, 7amily details Form 1 < & /han0es in 7amily declamation 7orm, li#e 7amily mem3ersD Form 3 & Aeturn o7 declaration 7orm (/overin0 "etter) 3* continuation sheet+card, Employer should 7ill. >ale and 7emale separately Form 37 & Employer should 7ill /erti7icate o7 Ae!Employment + /ontinuin0 employment. @ith /ontri3ution period 3e0in and end dates. Form 1.5 & Employer should 7ill, /erti7icate o7 Entitlement. Form 72 & Employee should 7ill, *pplication +7orm 7or chan0es in particular o7 insured Person. "i#e local o77ice, ispensary+*ddress chan0es. Ae0ister 7 & $ndividual /omputation, there Hross salary, ays, ES$ amt. $n7ormation maintains month!6ise. /ards& Temporary 9 Permanent /ards.

Monthly Remittance / Challans: 1. /hallans every month 3e7ore 21st (3 copies+ Fuadruplicate) 2. Su3mit to <an# 3. <oth employer 9 employee contri3ution 5. /heF details. (alf year returns: /ontri3ution period& 1st *pril to 3.th Septem3er. 1st Bcto3er to 31st >arch 44452 days a7ter closin0 /ontn. Period (3e7ore ;ov 11th. *nd ne=t 3e7ore >ay 12th) 1. Form 7 (Ae0ister o7 Employees) 2. Form %*& /onsolidated /omputation Sheet, contains total employees list, there total hal7 Learly $n7ormation. Form % is top sheet and %* is attachments. (Statement o7 *dvance Payment o7 /ontri3utions)

2. $n Bct 9 *pril 3. @ith all paid challans )eed to maintain: 4 >uster Aoll 4 @a0e Ae0ister 4 $nspection <oo# 4 *ccident Ae0ister 4 /ash <oo#s, Jouchers 9 "ed0ers 4 Paid /hallans, A F and eclarations 4 Aeturns copies